本文關(guān)鍵詞：濟(jì)南建行零售網(wǎng)點(diǎn)轉(zhuǎn)型問題研究　出處：《山東師范大學(xué)》2013年碩士論文　論文類型：學(xué)位論文

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【摘要】：在后金融危機(jī)時代，中國金融市場日趨開放，中國商業(yè)銀行也在積極執(zhí)行“全球擴(kuò)展”戰(zhàn)略，面臨著與世界各大商業(yè)銀行競爭的形勢。為了把握未來業(yè)務(wù)的增長點(diǎn)，商業(yè)銀行的基層網(wǎng)點(diǎn)必須進(jìn)行轉(zhuǎn)型。 中國建設(shè)銀行借鑒美國銀行個人金融業(yè)務(wù)的網(wǎng)點(diǎn)經(jīng)營模式的先進(jìn)經(jīng)驗，自2006年起在全行范圍內(nèi)展開了零售網(wǎng)點(diǎn)的轉(zhuǎn)型，先后經(jīng)歷了一代轉(zhuǎn)型和二代轉(zhuǎn)型，一代轉(zhuǎn)型是通過以客戶為中心設(shè)立網(wǎng)點(diǎn)的崗位和角色，，優(yōu)化人員配置，實(shí)施大廳制勝，重新定義大堂經(jīng)理角色，進(jìn)一步明確大堂經(jīng)理的功能和職責(zé)；同時圍繞鼓勵和團(tuán)隊，塑造一種積極向上的網(wǎng)點(diǎn)精神和服務(wù)文化；進(jìn)一步優(yōu)化柜面業(yè)務(wù)流程，實(shí)現(xiàn)前后臺分離。二代轉(zhuǎn)型則主要是從促進(jìn)VIP客戶服務(wù)銷售工作從“產(chǎn)品驅(qū)動”模式向“客戶需求驅(qū)動”模式轉(zhuǎn)變。通過實(shí)施客戶分層維護(hù)、明確客戶經(jīng)理職責(zé)、優(yōu)化銷售服務(wù)流程、設(shè)計標(biāo)準(zhǔn)化工具等措施，滿足VIP客戶的差別化需求，實(shí)現(xiàn)提高客戶經(jīng)理服務(wù)能力和銷售業(yè)績，提升客戶滿意度的業(yè)務(wù)目標(biāo)。 濟(jì)南建設(shè)銀行在網(wǎng)點(diǎn)轉(zhuǎn)型的工作中取得了一些成績和經(jīng)驗，但還存在一些問題。包括業(yè)務(wù)質(zhì)量、人員素質(zhì)有待提高，市場定位還要進(jìn)一步清晰；產(chǎn)品設(shè)計缺乏有效的流程操作，配套系統(tǒng)不完善；產(chǎn)品設(shè)計缺乏創(chuàng)新性，產(chǎn)品競爭力不強(qiáng)；風(fēng)險防范意識不強(qiáng)，制度不完善。這些因素決定著建設(shè)銀行是否能夠成功轉(zhuǎn)型為現(xiàn)代金融機(jī)構(gòu)，也決定著建設(shè)銀行在未來市場上的競爭力。 本文利用SWOT分析方法以及市場細(xì)分理論等進(jìn)行了濟(jì)南建行網(wǎng)點(diǎn)轉(zhuǎn)型的可行性分析，發(fā)現(xiàn)了濟(jì)南建設(shè)銀行在網(wǎng)點(diǎn)轉(zhuǎn)型中所要注意的問題，并針對問題提出相應(yīng)的對策建議。主要從加大培訓(xùn)力度，提高從業(yè)人員的業(yè)務(wù)水平；建立有效的考核機(jī)制，調(diào)動員工積極性；優(yōu)化流程操作；加快金融產(chǎn)品創(chuàng)新；完善柜面服務(wù)，提升客戶滿意度；強(qiáng)化安全措施等方面提出了推進(jìn)零售網(wǎng)點(diǎn)轉(zhuǎn)型的思路和辦法。
[Abstract]:In the post-financial crisis era, China's financial market is becoming more and more open, and Chinese commercial banks are also actively implementing the "global expansion" strategy. Facing the situation of competition with the major commercial banks in the world, in order to grasp the growth point of future business, the grass-roots network of commercial banks must be transformed. China Construction Bank (CCB) has developed the transformation of retail outlets in the whole bank since 2006, drawing on the advanced experience of Bank of America's personal financial business network management model. Has experienced the generation transition and the second generation transformation, the generation transformation is through takes the customer as the center establishes the network the post and the role, optimizes the personnel disposition, implements the hall to win, redefines the lobby manager role. Further clarify the functions and responsibilities of the lobby manager; At the same time, around encouragement and team, create a positive network spirit and service culture; Further optimize the counter business process. The second generation transformation is mainly from promoting VIP customer service sales from "product-driven" mode to "customer demand driven" mode. Through the implementation of customer hierarchical maintenance. Define the responsibility of the account manager, optimize the sales service process, design standardized tools and other measures to meet the differentiated needs of VIP customers, achieve improved service capacity and sales performance of the customer manager. Business objectives to improve customer satisfaction. Jinan Construction Bank has made some achievements and experience in the transformation of network, but there are still some problems, including business quality, personnel quality to be improved, market positioning need to be further clear; The product design lacks the effective flow operation, the supporting system is not perfect; The product design lacks the innovation, the product competition ability is not strong; These factors determine whether CCB can successfully transform into modern financial institutions and determine the competitiveness of CCB in the future market. This paper uses SWOT analysis method and market segmentation theory to analyze the feasibility of the network transformation of Jinan Construction Bank, and find the problems that should be paid attention to in the transformation of Jinan Construction Bank. And put forward the corresponding countermeasures and suggestions to solve the problems, mainly from the increase of training efforts to improve the professional level of practitioners; Establish an effective assessment mechanism to mobilize the enthusiasm of employees; Optimize process operation; Accelerating the innovation of financial products; Improve counter service, improve customer satisfaction; Strengthen the safety measures and other aspects proposed to promote the transformation of retail outlets ideas and methods.
【學(xué)位授予單位】：山東師范大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2013
【分類號】：F832.33

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